Unpaid Over Hours

8/13/2019 Unpaid Over Hours

http://slidepdf.com/reader/full/unpaid-over-hours 1/7



Narrative Description:

The Company hires lessthan necessary people tocomplete the job.

They are going with themotto “If we need 3 peoplefor the job, 2 would beenough!”

This process results in overhours. These are unpaid.

The employees feel stressedout, and it influences their

general well-being.Everything leads to burn-out and to lack ofcommitment towards theorganization.



VI

After stating the actualissue in the organization,we want to measure howexactly the independentvariables influence the

dependent variables andwhat could be theoutcomes.

We named the VI and VDas follows:

VD • Leadership style

• Power-distance

• Social cynicism

VI

• Burn-out

• Job satisfaction

• Unpaid over hours

• Organizational

commitment• General well-being

VD



The stake of the research is to establish how the VI influence the VD.This process is important in order to establish which influences are higher than theother and see how these would clarify the needs and possible outcomes in thissituation.

As such, we reviewed the literature in search of studies and theories which wouldhelp us in the process of forming the conclusion.

Related to the fact that the over hours are unpaid, there is the theory of Deci andRyan who concluded that, being offered a reward for the high performance reducesself-determination more than the option when people are not offered a reward fortheir performance (Ryan and Deci, 1985, p.77)

Deci and Ryan argued that “rewards tend to be experienced as controlling, whichof course makes sense, as rewards are typically used to induce or pressure people toact in ways different from what they would do freely”. Pryor (1985, p. 172) suggestedthat, “if we have information about how to get the environment to reinforce us, thenwe control the environment; we are no longer at its mercy…So subjects like to learnthrough reinforcement not for the obvious reason- to get food or other rewards- but

because they actually get some control over what is happening.”



Another study of Burger and Cooper (1979) proposed that people differsystematically in their motivation to control events in their lives. Persons whoscored low on power-distance preferred making their own decisions, rather thanhaving decisions made for them and took actions to avoid a potential loss ofcontrol (Burger, 1985, 1992). They argued that the effects of reward on perceived

autonomy and intrinsic motivation should be stronger among people with a lowpower-distance.As an alternative, Eisenberg, Rhoades and Cameron predicted an incrementalrelationship between performance-reward expectancy and intrinsic motivation.Results: Reward produced greater self-determination than non-reward, greaterexpressed task enjoyment and greater free time spent performing the task.

Reward did not have a reliable main effect on perceived competence, however,perceived competence was influenced by the type of performance standard.The correlation between job satisfaction and performance was considerably higher forcomplex jobs than for less complex jobs, indicating that complex jobs may afford a greaterautonomy, thus giving individuals greater latitude to act on their satisfaction (ordissatisfaction).Also, interest in the relationship between the individualism-collectivism construct on

job satisfaction has emerged (eg. Chiu and Kosinski, 1999; Hui and Yee, 199m Hui, Yeeand Eastman, 1995). This is a unidimensional, bipolar construct , with the collectivisticpole representing people who attribute high value to in-group solidarity, while theindividualistic pole represents people who prefer “to do their own thing”. Some studiessuggest a positive link between individualism and job satisfaction. For example, workersin countries classified as lower on individualism appeared to be less satisfied than theircounterparts in more individualistic countries.



Job satisfaction is a global concept that also comprises various facets. The mosttypical categorization of facests (Smyths, Kendall and Hulin, 1969) considers five:pay, promotions, coworkers, supervision ad tge work itself.Some theories suggest that there is a relationship between organizational justice

and employees attitudes. Much of the research on justice and pay practices has beengrounded in discrepancy theory, which proposes that dissatisfaction is the result ofdiscrepancy between the pay one thinks one should receive and the amount of payone actually receives. Such discrepancies are strongly , negatively related to paylevel satisfaction (r = -0.54)(Williams et al. 2006). The relationship between meritpay raises and pay-level satisfaction is quite small (r = 0.08) (Williams et al. 2006).The author noted that this result suggests that only individuals who believe that

pay decisions are connected to performance will be more satisfied when meritraises are disbursed.Exploration of the pay satisfaction–organizational outcome linkage is a relativelynew area of inquiry. In this section, we posit a relationship between aggregate paysatisfaction and organizational performance based on a three-point argument,where each point builds on the other. The three points, upon which we elaborateare (a) individual pay satisfaction/dissatisfaction leads to differential individual

behavioral outcomes; (b) these differential individual behavioral outcomes becomeshared and produce an emergent collective structure that results in either functionalor dysfunctional organizational attitudes, norms, and behaviors; and (c) theconstructive or destructive behavioral-based, collective attitudes, norms, andbehaviors will subsequently impact organizational performance and functioning.(Theoretical Basis for the Relationship Between Pay Satisfaction and OrganizationalOutcomes)



Limitations

Our data was cross-sectional, which makes it difficult to draw causal linkages between

these sets of variables. We had one set of participants and also one set of measurements.

Documents

Unpaid Over Hours